(highlight:: Indicators of a Disfunctional Organization
Key takeaways:
• Teams can struggle when there is tension or when people are afraid to share their ideas.
• The leader can help to improve team dynamics by encouraging communication and collaboration.
Transcript:
Speaker 1
What usually happens is a team leader will see some kind of engagement results like an engagement survey within an organization that's showing that the design team specifically or Just their team, if it's not the design team, is the engagements course are low. And also that maybe trust is low and psychological safety is low on the team. There may also be times when I'm brought in because the team isn't quite, there is a lot of tension or there's a lot of things that aren't being said to the leader themselves. So like the leader isn't seeing the work. People are afraid to show work to them and they're seeing you too late. Or they're in a meeting, like, you know, staff meeting and nobody's talking. There's crickets. I was recently brought in to work with a design ops team where not I mean the team is actually great and they get along well with each other. They have great relationships with each other. But when they come together as a group, crickets, like there's no contributing. Nothing there's not they're not talking. They're not having the conversations that need to be had. People aren't questioning things. People aren't pushing on things. How can things be better? There's just nothing. And so the leader brought me in to say, okay, well, what's going on here?)
- Time 0:06:04
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(highlight:: 3 Types of Safety: Physical, Emotional, and Psychological
Key takeaways:
• Physical safety is the first type of safety that a human needs to feel, in order to be able to feel relaxed and safe around others.
• Emotional safety is the second type of safety that a human needs to feel, in order to be able to feel relaxed and safe around others.
• And then, finally, psychological safety is the third type of safety that a human needs to feel, in order to be able to feel relaxed and safe around others.
Transcript:
Speaker 1
Three different types of safety, which is physical safety, emotional safety, and then psychological safety. And those three different types of safety map neurologically to how we as human beings are wired. So first, as a human being, I need to know, and this is more of like my nervous system needs to know that I'm physically safe. My physical body, my life is not in danger. And feel relaxed around that. And before I can even have psychological safety, I need to know my body safe. So my body safe. And then next, I need to know I'm emotionally safe. It's okay to have all my feelings. It's okay to express my feelings. It's safe to connect emotionally to another human being that I won't be hurt. Or that the relationship won't end. And then when I feel relaxed and safe there, then and only then can I achieve psychological safety, which is I feel okay and relax to share ideas, to contradict somebody, to disagree, To take a risk in that sense.)
- Time 0:08:33
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Questions to Assess Psychological Safety on Your Team (Power X Love
Key takeaways:
• Safety is evaluated in a qualitative way, where interviews are conducted with team members to look at dimensions of power and love.
• Safety is important because it allows for team members to relate to each other in a productive way, which leads to action being taken.
Transcript:
Speaker 1
How do you evaluate the degree of safety in an environment? I usually do it in a qualitative way, where I will interview team members, and I look at two specific dimensions. I look at the dimension that I call power, which is, are there practices, rituals, meetings, places, and spaces for people to relate in a way that drives action forward? So are there times where we as a team talk about direction, purpose, leadership, strategy, those kinds of things? Are we having those conversations? When are those conversations happening? How often are they happening? And how do they go? How are these conversations go? And then the second dimension I look at is love. So do we have conversations about just our own struggles, our own humanity, the pain that we're going through as human beings? Do we talk about diversity? Do we talk about how we communicate with each other and what can be improved? So I look at the types of conversations that people are having, and how those conversations are going, how well are they happening? Because those are the meeting points where people relate to each other.)
- Time 0:16:01
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(highlight:: Taylorism: "Managers have ideas and workers execute them"
Key takeaways:
• Frederick Taylorism, or the model of management that Taylor came up with in the industrial era, strips workers of their humanity and reduces them to resources that need to be executed like machines.
• With this comes a specific worldview in which employees are no longer able to think for themselves and solve problems.
• In order to solve problems and retain employees, companies now have to think and problem solve.
Transcript:
Speaker 1
Taylorism, basically Frederick Taylor came up with this model in the industrial era that managers are the ones that come up with the ideas. And workers are the ones that execute on those ideas. They don't have to think they just execute on the ideas. And that may have worked to some degree on an assembly line, but no longer holds true. But with it comes this belief that strips people, the strips workers, employees of their humanity, they're no longer humans, they're resources that need to perform like machines. Right. So there's a specific worldview. And the work that we're trying to do in the work in the companies I often consult with, you know, tech companies, fintech companies, those kinds of spaces, even health care workers now Have to think we have to solve problems. There's so much complexity that's no longer a manager can tell employees, just do this thing, and they just go execute and do it. They have to think and be able to problem solve.)
- Time 0:20:24
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